Virtual Teams: How to Operate a Project at Distance?

10.12737/7131 ◽  
2014 ◽  
Vol 3 (4) ◽  
pp. 15-24
Author(s):  
���������� ◽  
Ekaterina Kudryavtseva
Keyword(s):  
Virtual Teams ◽  
Project Success ◽  
Virtual Team ◽  
Project Teams ◽  
Team Formation ◽  
Successful Implementation ◽  
Human Relationships ◽  
Team Members ◽  
Team Success ◽  
Manager Role

Virtual project teams� features that affect a project success are considered in this paper. Most of authors agree that the virtual team success depends largely on human relationships, solidarity and trust, which construction is virtual teams� main problem, than on team members technical skills. However, there are studies which claim that a communications choice determines the project success. This work purpose is to investigate what factors, skills and qualities should prevail among virtual team members, in particular at the team head, which lead to projects successful implementation. Virtual team formation steps had been formulated based on literature review, interviews and experiments; features of work, trust importance, and project manager role had been defined.

The Impact of External Factors on Virtual Teams

Virtual Teams ◽  
2011 ◽  
pp. 70-90 ◽  
Author(s):  
Andrea Hornett
Keyword(s):  
Virtual Teams ◽  
Virtual Work ◽  
Virtual Team ◽  
External Factors ◽  
Work Environments ◽  
Project Teams ◽  
Team Leaders ◽  
Team Members ◽  
Dynamic Forces ◽  
The Impact

Practitioners and researchers need to pay attention to how corporate organizing structures are impacting and are impacted by virtual work environments. Virtual teams are powerful organizing mechanisms, but they are not without limitations. This chapter reports on two cases in which dynamics outside the virtual project teams powerfully affected the teams. These cases, both based on studies of real project teams operating inside corporations, highlight the desirability of understanding virtual teams in context. While external factors are not unique to teamwork, their role has not been explored in depth in research on virtual teams. Dynamic forces outside teams seem more difficult to anticipate and to identify when team members are working virtually, and these powerful but invisible dynamics can be frustrating to virtual team leaders and members. Concluded in this chapter is that contrary to initial expectations, virtual teams are not replacing traditional forms of organizing. They are coexisting with traditional forms and dynamics, such as business drivers, hierarchies, departments, strategic priorities, and business needs. This coexistence can be fraught with conflict.

An Evidence-Based Model of Virtual Team Training and Development

2018 ◽  
Vol 9 (2) ◽  
pp. 65-79 ◽  
Author(s):  
Brian J. Galli
Keyword(s):  
Training Program ◽  
Virtual Teams ◽  
Virtual Team ◽  
Virtual Training ◽  
Team Members ◽  
Team Success ◽  
Prior Literature ◽  
Engineering Information ◽  
Technology Product ◽  
Evidence Based Model

The purpose of this article is to outline a training regimen for virtual team members and leaders, based on prior literature on the particular issues and unique skills necessary for individuals who work in this type of environment. The training program proposes four main modules, beginning with introductory training via a kickoff meeting, followed by subsequent modules that delve into factors that have been shown to be crucial for virtual team success. The study's approach provides guidance on the design and execution of various in-person and virtual training sessions, including content, potential delivery modes, timing, and assessment of learning objectives. In total, the proposed training program is designed to be flexible in terms of project types (e.g., engineering, information technology, product development) but is well-suited for virtual teams and employees who work extensively in a virtual environment.

Fostering Creativity in Global Virtual Teams

2008 ◽  
pp. 1277-1291
Author(s):  
Margaret Oertig ◽  
Thomas Buergi
Keyword(s):  
Virtual Teams ◽  
Group Dynamics ◽  
Idea Generation ◽  
Project Teams ◽  
Team Formation ◽  
Risk Averse ◽  
Team Leaders ◽  
Team Members ◽  
Global Team ◽  
Fostering Creativity

This chapter presents insights from conversations with global team leaders on how to foster creativity in global virtual project teams in the field of product development. It shows how the leaders pay attention to team formation and managing the group dynamics in order to create a climate in which creativity will flourish. They then harness creativity by balancing the roles of motivating their team members in order to encourage fresh thinking and “putting on the brakes” where necessary in order to create something both new and viable. In particular, risk-averse team members are encouraged to be matter-of-fact about risk, making risk evaluation an intrinsic part of idea generation.

Fostering Creativity in Global Virtual Teams

2011 ◽  
pp. 123-137
Author(s):  
Margaret Oertig
Keyword(s):  
Virtual Teams ◽  
Group Dynamics ◽  
Idea Generation ◽  
Project Teams ◽  
Team Formation ◽  
Risk Averse ◽  
Team Leaders ◽  
Team Members ◽  
Global Team ◽  
Fostering Creativity

This chapter presents insights from conversations with global team leaders on how to foster creativity in global virtual project teams in the field of product development. It shows how the leaders pay attention to team formation and managing the group dynamics in order to create a climate in which creativity will flourish. They then harness creativity by balancing the roles of motivating their team members in order to encourage fresh thinking and “putting on the brakes” where necessary in order to create something both new and viable. In particular, risk-averse team members are encouraged to be matter-of-fact about risk, making risk evaluation an intrinsic part of idea generation.

E-Collaboration in Organizations

2011 ◽  
pp. 1227-1231
Author(s):  
Deborah S. Carstens ◽  
Stephanie M. Rockfield
Keyword(s):  
Virtual Teams ◽  
Success Factors ◽  
Virtual Team ◽  
Work Team ◽  
Future Trends ◽  
Team Members ◽  
Team Success ◽  
Work Tasks ◽  
Computer Based ◽  
Team Concept

Organizations are shedding conventional work team structures in favor of virtual team structures that are increasing in popularity (Lee-Kelley, Crossman, & Cannings, 2004). Ecollaboration enables collaboration between individuals not constrained by geographical distance or time. The emergence of the virtual team concept provides organizations with an alternate approach to managing work and individuals that are geographically separated (Gatlin-Watts, Carson, Horton, Maxwell, & Marltby, 2007). An advantage of virtual teams is that organizations can tap into resources rapidly to create a specialized work team that acts like a team, works like a team but doesn’t look like a typical team because team members may not be co-located (Stough, Eom, & Buckenmyer, 2000). E-collaborative technologies such as computer-based conferencing systems are of critical importance to the success of a virtual team (Arnison & Miller, 2002). In the absence of water-cooler philosophizing, virtual teams rely on technology to build trust between team members, resulting in greater synergy and ultimately team success in carrying out work tasks (Arnison & Miller, 2002; Stough et al., 2000). The article focus is on technological and organizational aspects of e-collaboration occurring today and forecasted for tomorrow. The specific topics addressed are e-collaboration in organizations, e-collaboration in organizations of today, specific e-collaboration success factors and future trends of e-collaboration in organizations of tomorrow.

Mobile Collaboration Support for Virtual Teams

2017 ◽  
Vol 28 (3) ◽  
pp. 48-69 ◽  
Author(s):  
Keng Siau ◽  
Min Ling
Keyword(s):  
Virtual Teams ◽  
Virtual Team ◽  
Virtual Collaboration ◽  
Conceptual Foundation ◽  
Work Systems ◽  
Team Members ◽  
Development Teams ◽  
Geographically Distributed ◽  
Qualitative Technique ◽  
Sophisticated Technology

Organizations increasingly depend on virtual teams in which geographically distributed individuals use sophisticated technology to interact and collaborate. With the advancement of mobile and wireless technology, mobile support for collaboration among virtual team members is becoming increasingly important and popular. In this research, we study the values of mobile support for virtual team members. Using the qualitative technique, Value-Focused Thinking approach, proposed by Keeney, we interviewed 30 subjects who were involved in information systems development teams and asked them the values of mobile support for virtual collaboration. This study uses Alter's Work Systems Theory as the conceptual foundation.

scholarly journals The power of individual cultural values in global virtual teams

2012 ◽  
Vol 12 (2) ◽  
pp. 193-210 ◽  
Author(s):  
Audra I. Mockaitis ◽  
Elizabeth L. Rose ◽  
Peter Zettinig
Keyword(s):  
Cultural Values ◽  
Cultural Differences ◽  
Virtual Teams ◽  
Virtual Team ◽  
Global Teams ◽  
Global Virtual Teams ◽  
Team Processes ◽  
Team Members ◽  
Face To Face ◽  
The Relationship

This paper investigates the perceptions of members of 43 culturally diverse global virtual teams, with respect to team processes and outcomes. Despite widespread acknowledgement of the challenges presented by cultural differences in the context of global teams, little is known about the effect of these differences on team dynamics in the absence of face-to-face interaction. Using a student-based sample, we study the relationship between global virtual team members’ individualistic and collectivistic orientations and their evaluations of trust, interdependence, communication and information sharing, and conflict during the team task. Our results suggest that a collectivist orientation is associated with more favorable impressions regarding global virtual team processes and that cultural differences are not concealed by virtual means of communication.

Virtual Team Effectiveness

2017 ◽  
pp. 687-706 ◽  
Author(s):  
John R. Carlson ◽  
Dawn S. Carlson ◽  
Emily M. Hunter ◽  
Randal L. Vaughn ◽  
Joey F. George
Keyword(s):  
Virtual Teams ◽  
Team Effectiveness ◽  
Survey Methodology ◽  
Instant Messaging ◽  
Virtual Team ◽  
Interpersonal Processes ◽  
Mediated Communication ◽  
Team Members ◽  
Main Effect

The work of virtual teams is increasingly important to today's organizations, work that is accomplished predominantly via computer-mediated communication. The authors investigate the moderating role of experience with instant messaging on the team interpersonal processes (cohesion and openness) to team effectiveness relationship in virtual teams. Data were obtained from 365 virtual team members using survey methodology and analyzed using hierarchical moderated regression and multilevel analyses. They found that team cohesion has a main effect on team effectiveness. Team openness has a main effect and is moderated by experience with instant messaging, i.e., strengthens the relationship. Understanding the role of team interpersonal processes and the role of the communication media will allow managers to more effectively build virtual teams and provide effective training and support. Using the theoretical lens of channel expansion theory the authors expand theoretical, empirical and practical knowledge of this area.

Creating Positive Attitudes in Virtual Team Members

2011 ◽  
pp. 76-98 ◽  
Author(s):  
D. Sandy Staples ◽  
Ann Frances Cameron
Keyword(s):  
Case Studies ◽  
Virtual Teams ◽  
Interpersonal Skills ◽  
Virtual Team ◽  
Team Members ◽  
Positive Attitudes ◽  
Task Autonomy ◽  
Team Potency ◽  
Team Spirit ◽  
Input Variables

Patterns of what is required to enhance a virtual team member’s satisfaction with their work and with being part of the team, their commitment to the team, and their motivation with the project were identified via case studies of six employee virtual teams. Positive patterns were found between two or more of these outcome attitudes and the following input variables: significance of the task, task autonomy, interpersonal skills, team potency, and team spirit. Managing these input variables well would be important for organizations with virtual teams, because doing so could positively affect the team members’ attitudes toward the work, leading to enhanced productivity and effective behavior. Implications for practitioners and researchers are offered.

Understanding Composition and Conflict in Virtual Teams

2011 ◽  
pp. 35-48 ◽  
Author(s):  
Richard Potter ◽  
Pierre Balthazard
Keyword(s):  
Virtual Teams ◽  
Virtual Team ◽  
Conventional Wisdom ◽  
Team Members ◽  
Interaction Styles ◽  
Process Outcomes ◽  
Low Performance ◽  
Set Up ◽  
The Impact ◽  
Constructive Interaction

Drawing from several years of empirical research, in this chapter, we look at the impact of the personalities of individual team members on the performance and process outcomes of virtual teams. Our studies showed that both too few and too many extroverts in a virtual team may result in low performance. While conventional wisdom says that teams should be set up on the basis of expertise, we argue that the resulting interaction styles of the members must be considered when establishing a virtual team. We offer suggestions for managers on assessing the potential for constructive interaction styles.

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